Exploring antecedents and consequences of care coordinated pathways using organization routines

ABSTRACT

Purpose: This paper aims to explore antecedents and consequences of care coordinated pathways in healthcare. The relationships among constructs of cross-functional teamwork, mutual communication, goal alignment, shared accountability, care coordinated pathways and patient-centricity were explored.

Design: Based on the review of literature, a structural model was developed. Indicators of each construct were identified from the literature. A 22-item questionnaire was used for data collection. Data were gathered from service providers operating in the Indian healthcare system. A total of 246 valid responses were received. The data were analyzed using partial least square structural equation modeling (PLS-SEM).

Findings: Results reveal that cross-functional teamwork, mutual communication, goal alignment, shared accountability act as antecedents for care coordinated pathways and patient-centricity emerges as a consequence.

Research implications: The paper contributes to the healthcare literature by identifying antecedents and consequences of care coordinated pathways and developing a structural relationship among constructs of cross-functional teamwork, mutual communication, goal alignment, shared accountability, care coordinated pathways and patient-centricity.

Practical Implications: Taking insights from findings, practitioners may develop an overarching strategy to deliver seamless care and to achieve better health outcomes. Measures of care coordination may be used as performance benchmarking tool and will help in mapping of care delivery processes.

KEYWORDS:

• Care coordination pathways
• healthcare service delivery
• medication error
• patient-centricity
• patient safety
• organizational routines

Disclosure statement

No potential conflict of interest was reported by the authors.

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.

Additional information

Notes on contributors

Gyan Prakash

Gyan Prakash is a Professor of Operations Management at ABV-Indian Institute of Information Technology and Management Gwalior, India and his research areas are supply chain management, service operations, and public management. He has published in national and international journals.

Shefali Srivastava

Shefali Srivastava is currently a PhD student at ABV-Indian Institute of Information Technology and Management Gwalior, India and her research areas quality management, quality assurance and knowledge management.